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Sudhakar Jayaram and Tobias Schilling first met in 2018 during a congress for aortic surgery in Hannover Medical School, Germany. They soon realized that they have similar attitudes and share the same fundamental values in life. Even though both were educated in significantly different healthcare systems, they found that they pursue the same principles of medical management in the respective countries.

Hence, Sudhakar and Tobias decided to pool their experiences, which led to a broad and synergistic spectrum of medical management and leadership tools, from which healthcare providers and hospital managers worldwide could benefit.

The multi-national and interprofessional extension of the often locally confined perspective on hospital strategy, organization, and personal development provides considerable value for healthcare leaders all around the world. Consequently, Sudhakar and Tobias founded Hannover-Medical.Management, a consulting and training firm that exclusively specializes in improving the healthcare professionals` life.

Principles and core values

Health is the ultimate prerequisite for the functioning of each society. The corona pandemic relentlessly demonstrated how severely economics and societies could be impaired by an impaired health status of the population. It is each healthcare system`s responsibility to ascertain maximum health throughout the country. Therefore, Hannover-Medical.Management aims for a sustainable and long-term economic and medical prosperity of every hospital for the benefit of its patients, its employees, and not least the society.
The prime focus of each hospital should be, of course, optimal medical outcomes for its patients. However, a continued negative balance sheet will impair the hospital`s ability to carry out medical care in the long run. Hence, the hospital`s strategy must not neglect one or the other. The Hannover-Medical.Management principles try to balance between medicine and economics to ascertain long-term capacity to act.
Economic and medical excellence is inextricably correlated to the hospital`s team performance. In this regard, the physicians`, the nurses`, and the administration`s measurements should align seamlessly. Unfortunately, often the daily organization of clinical processes is not concerted enough between the different groups. Hannover-Medical.Management provides a systemized approach to form one team out of many professional groups in a hospital.
There is a necessary hierarchy in hospitals within and between the multiple professional groups. The chain of command needs to be kept, especially in emergency situations, for the sake of the patients. Nevertheless, there is no justification for flouting behavior or rude communication. On the contrary, we found that a perceived team spirit and partnership leads to better medical and economic results, to greater work satisfaction, less stress, fewer sick notes, and fewer numbers of resignations. Thus, Hannover-Medical.Management provides some strategies and tools to subtly, yet sustainably establish the mandatory team spirit in a healthcare environment.
but also for relatives, employees, cooperation partners, shareholders, and society. Patient care builds on infrastructure, cooperation, and people. Optimizing the human factor in health care is a prerequisite to improving quality and requires an advanced perspective on the hospital`s relevant quality dimensions that mutually interact with the quality of care: Focus on the patient, but to do so, we have to focus on the organization hospital first. Studies revealed a significant increase in employees` performance in high-trust environments. For this reason, Hannover-Medical.Management strives for maximum safety for each healthcare professional.
Effective leadership and systemized personal development will eventually lead to daily performance improvements. So, it is one of Hannover-Medical.Management`s key principles to empower healthcare professionals through adjusted leadership styles and personal development on each step of their career.

Tobias Schilling, MD, MBA

Tobias Schilling, MD, MBA born in 1973 studied medicine in Hannover and finished his thesis on “Tissue Engineering of bioartificial heart valve prostheses” in 2004. He worked as a physician in an extremely demanding health care environment, founded a startup company in the new economy era in the late 1990ies, and ran several scientifc projects in the fields of tissue engineering and management.

Sudhakar Jayaram, B.E., MBA

Sudhakar Jayaram has significant experience implementing leading-edge projects focused on Healthcare and Technology. He has a successful track record of 24 years working across geographies including India, China, Nepal, UAE, and the USA. His key competencies include critical thinking, risk assessment, and integrating business models/ policies with a sharp focus on design and execution.